Submitted To: Prof.

Rabiya Jiddah

Acknowledgement

We students of MMS I thank you for giving us the opportunity to present on Leadership Styles. We thank Prof Rabiya Jiddah for her consistent and empowering guidance in order to compile our project. It was a great learning experience for all the group members. Last but not the least we would also like to thank Almighty with whose grace we could accomplish this project.

1. Jassimrat Kaur- 04 2. Hrishikesh Chincholikar - 14 3. Ankit Kamalia- 24 4. Nishigandha Patel - 34 5. Harpreet Saluja - 44 6. Rachita Thakkar - 54

Lou Gerstner

IBM
International Business Machines Corporation, abbreviated IBM and nicknamed "Big Blue", is a multinational computer technology and consulting corporation headquartered in Armonk, New York, United States. The company is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software, and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. IBM has been known through most of its recent history as the world's largest computer company; with over 388,000 employees worldwide, IBM is the largest information technology employer in the world. Despite falling behind Hewlett-Packard in total revenue since 2006, it remains the most profitable. IBM holds more patents than any other U.S. based Technology Company. It has engineers and consultants in over 170 countries and IBM Research has eight laboratories worldwide.IBM employees have earned three Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medals of Science.As a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders in past years, and in 2007 IBM ranked second in the list of largest software companies in the world.

Louis Gerstner
Louis V. Gerstner, Jr. KBE born on March 1, 1942 in Mineola, New York. He was chairman of the board and chief executive officer of IBM from April, 1993 until 2002 when he retired as CEO in March and chairman in December. He is largely credited with turning around IBM's fortunes. He was formerly CEO of RJR Nabisco, and also held senior positions at American Express and McKinsey & Company. He is a graduate of Chaminade High School, Dartmouth College and holds an MBA from Harvard Business School. In January, 2003, he assumed the position of chairman of The Carlyle Group, a global private equity firm located in Washington, DC. He retired from that position in October 2008 and remains a senior advisor to The Carlyle Group.

ACHIEVEMENTS / FAILURES OF LOUIS V. GERSTER

American Express
Gerstner joined American Express in 1978 as the executive vice president of the head of its charge card division. A year later he was named president of the Travel Related Services group, which was responsible for American Express cards, traveler's cheques, and travel-service offices. At this time, MasterCard and Visa had begun to compete for the company's market share. However, Gerstner found new uses for the card and found new users. In 1980 most department stores did not accept American Express cards - Gerstner acted on this and by 1985 retail sales were the second most common use of the card, following airline tickets. College students, physicians, and women were singled out in various marketing pushes. Furthermore, corporations were persuaded to issue cards as a more effective way of tracking business expenses. Gerstner also created cards that appealed to higher end clients, such as the gold card, which carried an annual fee of $65 and offered a $2,000 line of credit, and the platinum card, which had a $250 annual fee, a $10,000 check-cashing benefit, and private club memberships for traveling executives. As sales and profits rebounded, Gerstner was promoted to chairman and chief executive officer of Travel Related Services in 1982 and president of the parent company in 1985. Although he claimed the position at the age of 43, Gerstner dismissed the speculation that his success was the product of being a workaholic. Gerstner told Wayne, "I hear that and I can't accept that, a workaholic can't take vacations and I take four weeks a year" (June 30, 1985).

As chairman and chief executive officer of the Travel Related Services division, Gerstner spearheaded the successful "membership has its privileges" promotion. Gerstner's division was continually the most profitable in the company and in the entire financial services industry. Despite these successes, Gerstner hit a ceiling at American Express. The chief executive, James D. Robinson III, was not expected to retire for another 12 years. The analyst Perrin Long at Lipper Analytical told Jesus Sanchez of the Los Angeles Times: "Lou is a very personable guy. But more than anything else, he is a leader more than a follower" (March 14, 1989). After 11 years at American Express, Gerstner left to become chairman and chief executive officer of RJR Nabisco. During Gerstner's tenure at American Express membership had increased from 8.6 million to 30.7 million.

IBM Business Environment when Louis Gerstner took over.

Gerstner is credited with saving IBM from going out of business in the early 1990s. In his memoir, Who Says Elephants Can't Dance?, he describes his arrival at the company in April 1993, when an active plan was in place to disaggregate the company. The prevailing wisdom of the time held that IBM's core mainframe business was headed for obsolescence. The company's own management was in the process of allowing its various divisions to rebrand and manage themselves the so-called "Baby Blues." Gerstner reversed this plan, realizing from his previous experiences at RJR and American Express that there remained a vital need for a broad-based information technology integrator. His decision to keep the company together was the defining

decision of his tenure. The subsequent refocusing on the IT services business (which grew to nearly 50% of the IBM's revenues), the embrace of the Internet as a business phenomenon, and a broad effort to revive the company's culture are widely seen as having resulted in one of the most remarkable turnarounds in business history. In his memoir, Gerstner described the turnaround as difficult and often wrenching for an IBM culture that had become insular and balkanized. Before he arrived, over 100,000 employees had been laid off from a company that had maintained a lifetime employment policy from its inception. Layoffs and other tough management measures continued in the first two years of Gerstner's tenure, but the company was saved, and business success has continued to grow steadily since then. Gerstner was named a Knight Commander of the British Empire and given a KBE on the recommendation of former United Kingdom Prime Minister, Tony Blair, The award was for his services to UK education and his contribution to the Internet. In 2008, Gerstner received the Legend in Leadership Award from the Yale School of Management.

Upon his departure from IBM, Gerstner received a 10-year consultancy contract worth up to $2 million annually, plus expenses and full use of IBM facilities and services, such as office, cars, aircraft and financial planning. He is only required to work one month out of the year.

LEADERSHIP STYLE of Louis Gerstner

Observers say Gerstner's emphasis on services and the customer are major contributors to this impressive performance. They also point to Gerstner's ability to remain focused and stick to his vision over the long haul. "He realized customers are willing to pay, and pay handsomely, for getting top-quality service," says Michael van Biema, a professor in the finance department at the Columbia Business School in New York. Van Biema served as a consultant to IBM prior to Gerstner's arrival and during the transition period after he was hired. Van Biema says it may have been Gerstner's consulting background at McKinsey & Co. that has helped him understand what customers want. "People don't want to sit down with a computer nerd and explain their business," van Biema says. "They want someone who understands the insurance business or brokerage business and knows the problems. Gerstner refocused IBM on an industry-byindustry basis." Mark Romanowski, senior vice president of client services and business development for New York-based AMC, and a member of IBM's advisory board for North America, says he thinks of the CEO Lou Grestner almost as a hero. "As a business professional, he's someone I look up to," Romanowski says. "A long time ago, he looked at the industry before the so-called geniuses and said the future is in services, and he never stopped doing it."

It was that determination that led to Gerstner's success, observers say. "He has put a tremendous amount of focus on the customer since he has come to IBM," says Janet Perna, general manager of IBM Data Management Solutions. "He has instilled a sense of urgency in the company." Gerstner also seems to know when to turn his attention from today's problem to the next challenge. Early this year, perhaps sensing the renewed interest in solution providers on the part of many vendors, Gerstner made a rare appearance at PartnerWorld 2001 in Atlanta. There, he told an overflow crowd of IBM business partners how important they'd been to the company's overall business and vowed to spend $650 million in advertising highlighting their work and to provide unlimited financing to the channel. Public appearances by Gerstner have been so infrequent that he remains something of an enigma, even on the eve of his retirement, which is expected next spring when his contract expires. He rarely grants interviews, and attempts to speak with IBM executives about him get tied up in IBM's public relations bureaucracy. So tight is the control surrounding Gerstner that few IBMers are willing to discuss their boss without his approval. One IBM press agent described interview requests as a "highly sensitive" issue. Does it matter whether or not Gerstner keeps a low profile? Some crave to hear more from the IBM leader. Others say no. "His obligation is to his shareholders and his shareholders alone," van Biema says. While the CEOs of many other companies regard public-image building as part of their job, it is hard to compare Gerstner's company to others in the high-tech kingdom. Even Microsoft

whose chairman maintains a highly visible public image, is considerably smaller than IBM. Microsoft's $25.3 billion in revenue for the fiscal year ended June 30 is dwarfed by IBM's $90 billion in sales over the same period. The only name that comes up regularly when looking for a comparison to Gerstner's task and accomplishments is Jack Welch, the longtime head of General Electric who retired in September. Like Gerstner, Welch stayed away from the public eye through much of his career, only recently granting more interviews as he looks to cement his legacy. Those who have met Gerstner, and are willing to talk about it, say that while he is a tough, no-nonsense negotiator, he also benefits from a sense of humor, and displays patience when necessary. At a shareholders meeting a few years ago, faced with repeated questions from a minor, individual shareholder who seemed to enjoy calling him "Lou," Gerstner maintained his composure and even got the audience, which was becoming somewhat frustrated with the situation, to laugh on a few occasions. And earlier this year, speaking at his annual meeting with Wall Street analysts, Gerstner commented, "I'm impressed that some of you would come to see the old has-been." Van Biema says Gerstner is one of those individuals whose presence is felt when he walks into a room. "Certain people you look at and see a spark of natural intelligence there," he says. "He's one of those guys you look into their eyes and you know there's more going on than waiting for the next martini hour."

Larry Page

Google
Google Inc. is an American public corporation, earning revenue from advertising related to its Internet search, e-mail, online mapping, office productivity, social networking, and video sharing services as well as selling advertising-free versions of the same technologies. The Google headquarters, the Googleplex, is located in Mountain View, California. As of 30 June 2008 the company has 19,604 full-time employees.[3] Google was co-founded by Larry Page and Sergey Brin while they were students at Stanford University and the company was first incorporated as a privately held company on 4 September 1998. The initial public offering took place on 19 August 2004, raising US$1.67 billion, making it worth US$23 billion. Google has continued its growth through a series of new product developments, acquisitions, and partnerships. Environmentalism, philanthropy, and positive employee relations have been important tenets during the growth of Google, the latter resulting in being identified multiple times as Fortune Magazine's #1 Best Place to Work. The unofficial company slogan is "Don't be evil", although criticism of Google includes concerns regarding the privacy of personal information, copyright, censorship, and discontinuation of services Google began in January 1996, as a research project by Larry Page, who was soon joined by Sergey Brin, two Ph.D. students at Stanford University in California. They hypothesized that a search engine that analyzed the relationships between websites would produce better ranking of results than existing techniques, which ranked results according to the number of times the search term appeared on a page. Their search engine was

originally nicknamed "BackRub" because the system checked backlinks to estimate the importance of a site. A small search engine called Rankdex was already exploring a similar strategy. Convinced that the pages with the most links to them from other highly relevant web pages must be the most relevant pages associated with the search, Page and Brin tested their thesis as part of their studies, and laid the foundation for their search engine. Originally, the search engine used the Stanford University website with the domain google.stanford.edu. The domain google.com was registered on 15 September 1997,and the company was incorporated as Google Inc. on 4 September 1998 at a friend's garage in Menlo Park, California. The total initial investment raised for the new company amounted to almost US$1.1 million, including a US$100,000 check by Andy Bechtolsheim, one of the founders of Sun Microsystems. In March 1999, the company moved into offices in Palo Alto, home to several other noted Silicon Valley technology startups. After quickly outgrowing two other sites, the company leased a complex of buildings in Mountain View at 1600 Amphitheatre Parkway from Silicon Graphics (SGI) in 2003.The company has remained at this location ever since, and the complex has since come to be known as the Googleplex (a play on the word googolplex). In 2006, Google bought the property from SGI for US$319 million. The Google search engine attracted a loyal following among the growing number of Internet users, who liked its simple design and usability. In 2000, Google began selling advertisements associated with search keywords. The ads were text-based to maintain an uncluttered page design and to maximize page loading speed. Keywords were sold based on a combination of price bid and click through, with bidding starting at US$.05 per click. This model of selling keyword advertising was pioneered by Goto.com

(later renamed Overture Services, before being acquired by Yahoo! and rebranded as Yahoo! Search Marketing). Goto.com was an Idealab spin off created by Bill Gross, and was the first company to successfully provide a pay-for-placement search service. Overture Services later sued Google over alleged infringements of Overture's pay-per-click and bidding patents by Google's AdWords service. The case was settled out of court, with Google agreeing to issue shares of common stock to Yahoo! in exchange for a perpetual license.[18]. Thus, while many of its dotcom rivals failed in the new Internet marketplace, Google quietly rose in stature while generating revenue. The name "Google" originated from a common misspelling of the word "googol" which refers to 10100, the number represented by a 1 followed by one hundred zeros. Having found its way increasingly into everyday language, the verb "google", was added to the Merriam Webster Collegiate Dictionary and the Oxford English Dictionary in 2006, meaning "to use the Google search engine to obtain information on the Internet." A patent describing part of the Google ranking mechanism (PageRank) was granted on 4 September 2001. The patent was officially assigned to Stanford University and lists Lawrence Page as the inventor.

Larry Page
Lawrence Edward Page was born in Lansing, Michigan. His father, Dr. Carl Victor Page, was a professor of computer science and artificial intelligence at Michigan State University, where Lawrence's mother, Gloria, also taught computer programming. The Page family home was full of first-generation personal computers and scientific magazines, and young Larry, as he was called, immersed himself in them. Significantly, his older brother, Carl Page, Jr., also became a successful Internet entrepreneur. Larry Page attended a Montessori school in the primary grades and later graduated from East Lansing High School. He was an honors student at the University of Michigan, where he also participated in the University's solar car team, reflecting another lifelong interest: sustainable transportation technology. After graduating with a B.S. in computer engineering, he undertook graduate studies in computer science at Stanford University in Palo Alto, California. It was here that he first undertook the project of analyzing patterns of linkage among different sites on the World Wide Web. It was also at Stanford that he first met fellow computer science graduate student Sergey Brin and recruited him to join his research project. The Internet and the World Wide Web were just taking shape as major forces in telecommunication when Larry Page entered Stanford. Larry Page wanted to devise a method for determining how many other web pages linked to any one given page. Existing facilities for exploring the Web could only rank search results by the frequency of appearance of a given word on any page of the

Web. Searches often produced endless lists of web sites of very little pertinence to the user's query. Page soon found that ranking web sites by the number of links leading to it from other sites was a far more useful measure of a Web document's relevance to a user's search criteria. To explore the possibilities of his new "PageRank" mechanism more fully, he called on the data mining expertise of his classmate, Sergey Brin .

Achievements

In 1998, Brin and Page founded Google, Inc. Page is still "on leave" from the Ph.D. program. Page ran Google as co-president with Brin until 2001 when they hired Eric Schmidt to become Chairman and CEO of Google. According to the 2007 edition of Forbes, Page had an estimated net worth of $16.6 Billion, placing him at rank 26 on Forbes's list of the richest persons in the world, together with Brin Page and Brin recently purchased a pre-owned Qantas Boeing 767 airliner for their business and personal needs. In 2007, Page was cited by PC World as #1 on the list of the 50 most important people on the web, along with Brin and Schmidt. Page is also an investor in Tesla Motors, which developed the Tesla Roadster, a 220-mile (350 km) range battery electric vehicle. The World Economic Forum named Page as a Global Leader for Tomorrow. The X PRIZE chose Page as a trustee for their board.

Leadership style of Larry Page

The founders of the internet search engine Google: Larry Page have a very different leadership style and are perhaps the best example of young new leaders with a revolutionary way of leading. This fact can already be seen from their corporate motto--"Don't be evil". "Google is not a conventional company," Page said in a letter to shareholders. "We do not intend to become one (US News 2005). In the hands of Page and Brin Google has become an almost totally flat organization where titles and positions have of little value. Us News writes that Brin and Page have fashioned an unusually flat structure; its few levels of management are more like a graduate school than a large company. The downside, employees have complained, is bottlenecks and the appearance of an autocratic management, says John Battelle, author of a new book about Google's business and cultural effects. Larry page was a visionary, achievement oriented & employee oriented. he was totally focused on organizing, supporting and developing the people in the leaders team. A participative style, it tends to lead to good teamwork and creative collaboration. He also followed charismatic leadership. A charismatic leadership style can appear similar to a transformational leadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward. However, a charismatic leader can tend to believe more in him or herself than in their team. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with

the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the leader. His visionary Leadership increases efficiency by moving decisionmaking responsibility to the frontline. Efficiency is achieved with limited supervision. To make frontline responsibility effective, leadership must give workers opportunity to develop quality decision-making skills and learn to trust them

Bibliography Books: 1. Who Says Elephants Cant Dance- By Louis Gerstner. 2. The Customer Centered Enterprise - By Harvey Thomson. 3. The Google- By David A Wise

Websites: 1. 2. 3. www.wikipedia.com www.motivationtools.com www.legacee.com